Value Delivery Systems
Profitably delivering value to the customer is a critical success factor in business. Defining and improving the Value Delivery System, the end to end system that collaborates to deliver value to the customer, generates greater profitability and increased customer satisfaction. Effective Value Delivery Systems flow across departments and functional boundaries in organizations.
Understanding and aligning your Value Delivery System to your strategy and to your customer values is an imperative in today’s competitive business environment.
The Value Delivery System design program provides direct support to:
- identify the gap between current system performance and ultimate possible performance
- analyze the current Value Delivery System and develop a vision of what can ultimately be designed
- choose a team capable of designing the new Value Delivery System and implementing the changes
- direct the team through a mapped change process that incorporates management reviews and approvals
- apply decision making tools where choices between alternative options need to be clearly made
- design and implement stage gates to ensure robust decision making at discrete and critical points in the system
Some of the principles for the design of Value Delivery Systems:
- A system must be optimized as a whole and not as parts of the system.
- To improve the output of a process, we must improve the process itself.
- There are subsystems whose improvement will produce dramatic improvement in the performance of the whole system − the trim tab principle.
- The source of problems people encounter is either in the design of the system (systemic failure) of which they are part or the way they react to the system.
Our program specifically addresses:
- Safety: methods and techniques to minimize the possibility of harm to people or equipment,
- Quality: means to achieve quality at source minimizing rework as well as quality in the final product for customer satisfaction,
- Human Resources: recruitment and retention methodologies, competency mapping and ranking systems.
Two specific sub sets of a company’s Value Delivery System are:
...substantial improvement in product delivery and resultant reductions of inventory. The catalyst for these new processes was the Strategic Planning workshop lead by John de Wardt.
John’s emphasis on rigorous planning has resulted in tangible and measurable results in the area of drilling and completing wells. A true step-change.
We have seen significant improvements in results and have adopted the principles in our planning and operations efforts.
John de Wardt provided us with a straight forward, hard driving, no nonsense approach to strategic planning that is still helping us define and achieve new business goals.
His recent corporate strategy development work resulted in a set of strategic initiatives that are already beginning to deliver value only a few months into their implementation.
His insight into the oil and gas industry is invaluable, and his knowledge of best practice in manufacturing has added measurable value to several of our investments.
Addax Achieves 77% Drop in Project NPT
Performance was poor as non productive time in the operation was over 30%. John de Wardt defined a project delivery process and got it to be accepted by all in the department. This process requires the application of a number of steps at all stages of the planning and execution processes with appropriates gates that check and sanction each step before the next stage is carried out. The application of this process had a dramatic impact on performance as non productive time dropped to about 11% the following year. By the second year non productive time was about 7% - a total reduction of non-productive time of 23%.
Mad Dog GOM Well sets the bench mark.
BP Mad Dog's first Deep Water Development well (4,600 ft water depth) in its pre - SPAR drilling phase achieved a planned TD of 21,330' using Diamond's Ocean Confidence 5th generation semi submersible rig in 21 days per 10,000 ft. The team exceeded the best of best performance in all well segments, except one, in the deepwater Gulf of Mexico. This S shaped well drilled through a thick salt section to faulting and a pressure regression below. BP utilized DE WARDT AND COMPANY to take them through the key process steps to achieve the organization alignment, focus on performance, plan enhancement and other attributes they were looking for.